Thinking HR
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Thinking HR
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HR strategic disasters have this 1 link in common...

Designing a successful HR strategy is not about planning at all ...

In fact, the secret of success is linked to the quality and depth of the analysis and thorough understanding of the organisation, the HR function and the 'mood' of the stakeholders (both internal and external) as well as the organsiational macro position. These are just some of the areas for deep analysis that cause catastrophic problems.

Your strategic talent actions will be wrong

With little or no analysis of what needs each team has, built up into a organisational picture of performance, strengths, talent, resource gaps, market position/organisational funding view and decision intelligence. The foundation of what you create is fundamentally flawed.

The result - over ambitious schemes that never meet their deadlines let alone their goals in real terms, disillusioned stakeholders, overworked and frustrated HR and L&D team members. Surface 'busyness' with no significant leaps in organisational performance. You will simply make the wrong choices and then get frustrated when progress doesn't happen or it goes backward.

“The essence of strategy is choosing what not to do.”  - Michael Porter

Your talent engagement & retention will suffer

From acquisition to all aspects of talent management, a failure to understand the mental, intellectual and physical needs of your people, at all levels and through different teams, is a regular failure in HR strategic circles and those who get it right reap the benefits on a massive scale.

Scatter gun strategies simply don't work. Constant attempts at trying to solve problems tells me your problem analysis is the problem, not the problem itself. Who loses out? The very people you are trying to please and engage and prove your value with. So with the failure to understand the dynamics (for example) of the millennials vs an ageing workforce, we alienate groups within the organisation. By doing that we begin a domino effect of discontent that publicises the fact that we don't yet understand who and what are dealing with.

You can't keep up with change fast enough

You know things will change, but where? That renders your strategic planning useless because the pace continues to hot up, your strategy will be left behind if it isn't flexible enough or reviewed often, to keep it one step ahead of the game. So what people and business dynamics are shifting? At what speed? How are you capitalising on new technology in HR, using that data to drive smart HR strategic choices both short term and long term? Proving your value through ROI measurement? All these questions are deeply rooted in your capability to search the data in whatever form you can to INFORM your decision making process.

You or your team lack the right level of analysis capability

Having data is one thing. Having the right data and good quality data is another. Then knowing what to do with it, is the next step. Asking the right questions is critical. Anyone can throw and engagement survey together, even experienced consultants but are they really the right questions that get to the heart of the matter and then what do you do with the answers? How do you find the patterns? Use judgement to ignore or see trends beginning in outliers? Data means nothing without the correct interpretation and that will lead you to bad strategic choices.

Writing that HR strategy might not seem such quite a breeze after all...

JOHN | THINKING HR